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Saba - Replacing Your LMS with Brandon Hall - Slides

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Slides from webinar: http://www.saba.com/us/dynamic-landing/resource/go/webinar-replay-best-practices-in-replacing-your-lms-1/

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Saba - Replacing Your LMS with Brandon Hall - Slides

  1. 1. #CLOwebinar Lauren Dixon Associate Editor Chief Learning Officer Magazine Best Practices to Replacing Your LMS
  2. 2. Best Practices to Replacing Your LMS David Wentworth, Principal Learning Brandon Hall Group @DavidMWentworth Charles DeNault, Senior Director, Product Marketing Saba @MathChuck
  3. 3. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Learning & Development Talent Management Leadership Development Talent Acquisition Workforce Management RESEARCH PRACTICES © 2015 Brandon Hall Group 3
  4. 4. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com © 2015 Brandon Hall Group 4 Now entering its 21st year, the Brandon Hall Group Excellence Awards Program is the most prestigious awards program in the industry. Often times called the “Academy Awards” by Learning, Talent and Business Executives, the program was one of the first of its kind in the learning industry. There are more than 50 CATEGORIES that entrants can select from across Learning and Development Technology, Talent Management Technology, Talent Acquisition Technology, Workforce Management Technology, and Sales Performance Technology.
  5. 5. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com © 2015 Brandon Hall Group 5 January 27-29, 2016 PGA National Resort and Spa Palm Beach Gardens, FL Super Early Bird Rates Start at $895
  6. 6. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Agenda © 2015 Brandon Hall Group 6 Evolving Learning Technology Landscape Phases of LMS Selection Migration Framework Takeaways Questions
  7. 7. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Is your organization currently considering replacing your LMS?
  8. 8. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Is your organization currently considering replacing your LMS? 38% 62% Yes No BHG LMS Survey, 2015
  9. 9. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Is your organization currently considering replacing your LMS?
  10. 10. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com 45%55% Installed Yes No Is your organization currently considering replacing your LMS? BHG LMS Survey, 2015
  11. 11. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com 45% 55% Installed Yes No Is your organization currently considering replacing your LMS? 32% 68% SaaS Yes No BHG LMS Survey, 2015
  12. 12. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Phase 1: Planning and Alignment Determine Internal Business Drivers • Identify key business drivers • Identify critical business and talent challenges • Identify expectations for talent technology and validate the feasibility Achieve Executive Alignment • Gain agreement • Gain direction • Refocus if necessary • Gain support Deliver Task Force Toolkit Training • Equip project team (HR and talent leaders, executives, other Business leaders, and HRIT leaders) with a Technology Selection Toolkit • Review process and project plan 12
  13. 13. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Complete “Unified” System •Social learning •Networks •Recommendations •Media •Mobile •Search •Onboarding •Leadership development •Workforce planning •Sourcing & Recruiting •Performance Support and Career Development •Manage classrooms •Virtual classrooms •Manage competencies •Performance support •Certification management •Skill gap analysis •Content authoring •E-commerce •Enrollment •Launch online courses •Testing •Track progress and completion •Learning paths •Reporting Learning (Core) Learning (Robust) CollaborationTalent Talent Management Reporting and Analytics
  14. 14. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Poll Question What is primarily driving the decision to change LMS platforms in your organization? 1. Cost 2. Outdated system 3. Poor reporting 4. Integration with other systems 5. System is difficult to use 6. Need social/mobile capabilities 7. We are not considering change at this time 8. Other
  15. 15. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com 0% 5% 10% 15% 20% 25% Top 3 Reasons for Upgrading or Switching LMS'sMore than one-third of BHG surveyed organizations are looking to upgrade and replace their current systems Other Reasons • Disparate systems • New technologies • Need single solution BHG LMS Survey, 2015
  16. 16. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Building the Business Case for Change • What business issues are not being solved with the current solution? • What challenges with the current system are affecting business outcomes? • Identify key business issues that can be addressed by new LMS solution. • Attempt to quantify the cost of the above and measure that against the cost of making the switch.
  17. 17. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com 1. Identify and consult business case stakeholders 2. Analyze and document the business requirements 3. Identify the key business drivers for implementing an LMS 4. Identify possible risks 5. Create a current state cost analysis 6. Create a future cost analysis 7. Identify the expected return on investment (ROI) 8. Develop a clear recommendation 9. Market and communicate the business case within your organization 17
  18. 18. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Poll Question What is the main pushback you hear against making a switch? 1. Lack of measureable benefits 2. Too much invested in legacy systems 3. New integrations perceived as too difficult 4. Inability to demonstrate ROI 5. Learner reluctance 6. Other
  19. 19. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Phase 2: Discovery Technology Market Overview •Provide overview of the talent technology market for core team and HR and leaders, executives and other business leaders Determine System Requirements •Discuss high-level user functional and technical requirements •Survey/interview stakeholders to determine additional end user requirements Use Case Development •Facilitate development of use- case scenarios •Develop functional and technical requirements based on completed use cases •Define most critical functionality •Define integration requirements 19
  20. 20. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Major Requirement Concerns • Global requirements • System integration requirements • Configuration and customization requirements • Scalability (expansion of domains, audiences, and rules) • Unique internal and external audience needs – Talent integration – Ecommerce – Certification – Mobile and social • Support and partnership • End-user experience
  21. 21. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com 0% 5% 10% 15% 20% 25% 30% 35% 40% Top 3 Most Important New Requirements WANTED! 1. A system that’s easy to use 2. A platform that can adapt to changing needs 3. Simpler integration with enterprise systems BHG LMS Survey, 2015
  22. 22. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Phase 3: Technology Vendor Evaluation Initial Vendor List •Develop a list of solution providers (usually 3-5) that meet high-level technical and functional requirements and who will be invited to participate in the RFI/RFP process Develop RFI and/or RFP •Develop the RFI/RFP by leveraging the prioritized requirements, use cases and company profile and technology Client to distribute RFIs/RFPs Shortlist and Evaluate •Based on the RFI/RFP responses, invite 3-4 vendors to conduct on-site use-case demonstrations •Support onsite use-case demonstrations •Score vendor demonstrations using a demo scoring template 22
  23. 23. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Selection • Find business stakeholders • Identify strategy & business drivers • Governance body for selection • Data management strategy • Change management strategy Implementation • Partnership with solution provider • Training and planning sessions • Project management ownership • Implementation and maintenance governance • Staged testing environments (Development sites, Sandbox sites, Backups) • Communications and Marketing
  24. 24. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Vendor Relationships • Migration Plan: One that fits the size, scale, and scope of your migration • Project leads and managers with migration experience (not just implementation experience) • Migration tools: Data mapping scripts and batching, Pre-built integration API’s, Development and testing sites • Migration Resources: Scaled Training and Onboarding Programs, 24/7 Technical Support, Multi-language support, • Migration Measurement: Tracking tools and statistics, Milestones, Services Agreements,
  25. 25. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Phase 4: Technology Vendor Selection Final Selection • Technology selection scorecard • Scoring ensures that technology and functional requirements are met • Scoring ensures that technology solution links to business drivers Contract Negotiations • Comparative pricing and total cost of ownership tools and research • Support negotiations and leverage additional insights using solution provider profile information and market intelligence 25
  26. 26. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Lanxess LMS Evaluation Based on Catalog and 4 Use Cases Step 1 Step 2 Definition of catalog criteria and 4 use cases Vendor demonstration of use cases and completion of questionnaire Step 3 Evaluation of presentation and questionnaire 3.5 Months from Kickoff to Go Live!
  27. 27. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Phase 5: Technology Implementation Recommendations Change Management • Plan change management efforts including: • Communications • Risk Mitigation • Stakeholder Analysis • Define a detailed implementation plan Implementation Strategy • Develop technology roadmap • Establish technology governance to ensure business-driven decisions technology implementation 27
  28. 28. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Building a Migration Framework
  29. 29. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Migration Framework Planning Areas Risks 1. System integrations – internal and external Logins, system APIs, clean data, competing data structures 2. Structure and domain setup Multiple domains, multiple levels, multiple roles, multiple rules 3. Content & data transfer Data mapping, data cleaning, content ownership, content portability 4. Globalization setup Languages, financial data, government data regulations 5. Reporting & security Historical data, permissions, business data integration 6. Administration change Admin selections, training, communications 7. End-user change Access points, change management plan, support tools, 8. Stakeholder changes Governance model, business impact
  30. 30. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com LMS Finance Communications Marketing ERP Intranet CRM YouTube News Facebook TM HRIS Security Security Rules Field Names Security Rules Field Names Profiles Security Rules Field Names Profiles LOGIN Content Content 1. System Integration
  31. 31. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com System Integration Key Practices 1. Identify current and future system integration requirements. – ERP, HRIS, CRM, YouTube, Communication (Conferencing), Outlook, etc. 2. Understand vendors experience integrating with each of these elements. 3. Define what needs to be shared between systems (now and future) 4. Define how often shared items need to be updated. 5. Define the value of each connection (business goal for each connection). 6. Map table to table (where is the data held in each system), theory first. 7. Prioritize each connection and begin defining required (APIs, Scripts, Middle-data-warehouses). 1. System Integration
  32. 32. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Strategic Consulting Enterprise Integration Single Sign On Ease of Use Process Optimization Increase Sales and Improve Service Case Study, Toyota Planning, integration and ease of use lead to success ◼ Multiple LMSs for 140,000 sales, engineers, and manufacturing employees ◼ Lack of integration negatively impacted learning objectives ◼ HRIS – Workday integration ◼ SSO ◼ Saba Consulting helped with integration and training strategy ◼ Improved product launch, technical and fixed operation training 1. System Integration
  33. 33. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Audiences • Internal Learners • External Learners • Super Administrators • Regional/BU Administrators • Help Desk • Governance Committee Members • Instructors • Content Authors • Content Owners Who are they? Where do they all sit? What are their security needs? Do they need more or less communication? 2. Structure and Domain
  34. 34. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Structure and Domain Setup Key Practices 1. Identify all audiences and taxonomies. – Internal and external audiences 2. Identify what data you will need for each audience. 3. Identify where they fit in a hierarchy or group structure. Will they be in multiple groups and locations? 4. Identify taxonomy of groups and organizational structures. – Internal and external 5. Identify branding, sharing, and reporting needs, between groups & roles. 6. Map out multiple scenarios for multiple branding, sharing, and reporting needs (work with vendor to test and model these). 2. Structure and Domain
  35. 35. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com YUM! Brands: Supporting Multiple Brands & Languages Dramatically accelerate deployment to support business expansion • Single catalog • Portals for each brand • Reusable templates for localization • 40,000 restaurants, adding 2000/yr • 1.5 MM learners • 2% Increase in hospitality scores 2. Structure and Domain
  36. 36. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Taxonomy Catalog Curriculum Learning Track /Certification Course Lesson Learning Element ClassCEO SVP Director Manager Director Manager SVP Director Manager Specialist Group Role Experience Unit 3. Content & Data Transfers
  37. 37. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com 1. Assess and map taxonomy for current content – Active Use, storage requirements, updates required, master locations, ownership 2. Assess and map taxonomy for current data – Active Use, storage requirements, updates required, master locations, ownership 3. Identify realistic content standards requirements – Scorm 1.2 vs. 2004, AICC?, 4. Work with IT on data standards 5. Ensure the vendor understand both, and have people who can talk to both needs 6. Build or review data and content migration scripts, validation scripts, etc. 7. Test, test, test 8. Double-check after transfers 3. Content & Data Transfers Content & Data Transfers Key Practices
  38. 38. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Air Canada 6 Weeks: Move to Cloud with Multiple Data and Content Transfer Needs 1. Project Plan 2. Users and Data Map 3. Finalize RDI Templates 5. Content Acceptance 4. Testing SSO, Validate Data 6. Cutover to Live System ◼ Primary Driver: Add mobile training for 3000 Pilots ◼ Project team of 8 people ◼ 5 from Air Canada ◼ 3 from Educe ◼ 2 Day Blackout ◼ 95% of CBT is now on Tablets 3. Content & Data Transfers
  39. 39. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Global Setup Key Practices 1. Identify current and future regions of business. – Internal and external audiences 2. Work with HR community to regional government requirements. – European Union, German and France Works Councils, China Gov Requirements 3. Identify cultural considerations and setup questions for vendors. – Is the system setup for Arabic reading (right to left) or Asian characters, etc. – Accepted financial denominations, aggregation & valuation of those denominations – Regional content sites and data holding sites? 4. Work with Internal governing community to confirm global standards. – Will you try to meet everyone’s language preferences or pick 4 or 5 standards? – Will content, LMS shell, and support need to be offered in multi-languages? 5. Confirm and test all settings with global community. 4. Global Setup
  40. 40. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Reporting & Security Key Practices 1. Identify current reports and use. 2. Validate the relevance of these reports and their continued value. 3. Identify reporting gaps (business needs not being met). 4. Assess new reporting capabilities and dashboards, for their ability to address reporting gaps. 5. Re-think security requirements versus security norms. 6. Identify opportunities for transparency and openness. 7. Produce sample reports and verify format, layout, location, schedule, and drill down requirements before final configurations. 8. Assess reporting value regularly. 5. Reporting and Security
  41. 41. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Audience Preparation Key Practices Administrators End-Users Stakeholders Communication Plan Communication Plan Communication Plan Login Review Login Review Login Review Reporting Assessment Reporting Assessment Reporting Assessment Assessing Use/Role Assessing Use Meeting Schedule Training Plan Training Plan Decision Schedule Support Plan Support Plan 6-8. Audience Preparation A Change Management Strategy is a Strategy for Success!
  42. 42. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Poll Question What will be your biggest challenge in migrating systems? 1. Integrations 2. Structure and domain setup 3. Content and data transfer 4. Global setup 5. Reporting and security analysis 6. Audience preparation 7. Other
  43. 43. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Requirements We Hear from Our Customers •Virtual classroom, testing & assessment, and content management •Social, mobile, and collaboration Unified Learning Suite •Configurable domains, microsites, audiences , and workflows Configurable business process & solution •Pre-requisites, equivalency and CE credit, and automation •EU Right to Learn, eSignatures, audit trails Advanced certification management & compliance •eCommerce support: for-profit training •Multiple audience support Extended Enterprise •Anywhere and offline mobile access •Communities, discussions and user generated content Social, Mobile, Intelligent & Collaborative •Multiple language support •Global support, platform and network Global & Scalable capabilities
  44. 44. Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com Summary and Wrap Up • Ensure you have solid business drivers for your upgrade plans and strategies. • Identify the most critical new requirements needed in your new platform, but also identify the items you are not willing to lose. • Ensure your selection process is as diligent this time around as it was the first time around – think future. • Ask all the right questions of your vendor. • Create a migration framework specific to your organization. • Factor in change management and marketing requirements • Communicate your plans clearly and often
  45. 45. Questions? David Wentworth, Principal Learning Analyst Brandon Hall Group @DavidMWentworth Charles DeNault, Senior Director, Product Marketing Saba @MathChuck
  46. 46. Thank You Please submit additional questions or inquiries to success@brandonhall.com For more information, visit us at www.brandonhall.com David Wentworth, Principal Learning Analyst Brandon Hall Group @DavidMWentworth Charles DeNault, Senior Director, Product Marketing Saba @MathChuck
  47. 47. #CLOwebinar Register for all upcoming Chief Learning Officer Webinars at www.clomedia.com/webinars

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